A seasoned line manager in a sprawling Nairobi-based bureaucratic university found herself caught in a relentless cycle of minor complaints from her team.
Each day, Ruguru encountered a new issue ranging from outdated software that slowed productivity, meeting rooms that were never available, months waiting for approvals, or a persistent shortage of office supplies.
She dismissed these grievances as trivial, believing they hardly warranted her attention amidst larger strategic goals. Yet, over time, she noticed a shift in her team’s morale.
Once motivated employees grew quiet, less engaged, and increasingly frustrated. The small, seemingly insignificant inconveniences gradually eroded their enthusiasm, leaving them disheartened and distracted.
Ruguru’s experience underscores the findings of burnout researchers, who highlight that leaders must watch for the many grains of sand that individually seem trivial but slowly collectively become a huge pile of sand that wear employees down.
The seemingly minor, recurring irritations can become significant barriers to well-being and productivity, as they accumulate into a heavy burden that no amount of individual resilience training can lift.
Employees become despondent that their organisation fails to support or care about them and makes them jump through useless hoops.
Now, let us shift focus to your own workplace. Imagine your office where the daily stress feels like an invisible weight pressing down on everyone but finding one big issue to blame eludes everyone.
Employees arrive each morning feeling worn down before the day even begins. Their energy drains quickly, and they struggle to find the motivation to tackle their tasks.
Managers may blame exhaustion, but it does not stem from a lack of sleep or personal weakness. Instead, it reflects a deeper, systemic issue within your organisation like in Ruguru’s situation above.
Each day, staff navigate an environment filled with unmanageable workloads, ambiguous roles, lack of clarity in expectations, limited support from management, or a stunning lack of autonomy with all decisions made by institutional demigods.
They may attempt yoga or resilience exercises in the hopes of feeling better, but these individual efforts seem as effective as trying to mop up a flood with a single towel. Eventually, burnout sets in and folks stop performing or quit.
Research by Jennifer Moss indicates that burnout should no longer be seen as an individual problem but rather as a systemic organisational failure. The study argues that the roots of burnout lie within the workplace, not within the employees themselves.
Institutions that rely on surface-level solutions, like advising employees to say no to illogical work practices or practice breathing exercises, overlook the underlying causes of stress.
The World Health Organisation now recognises burnout as an occupational phenomenon, not a personal health issue, shifting the responsibility from individuals to organisations.
The shift noted by Jennifer Moss acknowledges that genuine burnout solutions require addressing company practices and conditions.
Studies further demonstrate the heavy toll burnout takes on employees and organisations alike. According to research from Stanford University, workplace stress in the US leads to approximately US$190 billion in healthcare costs annually and contributes to nearly 120,000 deaths each year.
Global estimates suggest burnout and mental health issues cost the workforce around US$1 trillion in lost productivity. In high-stress environments, turnover rises, productivity drops, and healthcare expenses soar, creating a cycle of strain for both employees and organisations.
The data from America underscores the need for systemic change right here in Kenya too to foster healthier, more sustainable workplaces.
Christina Maslach, a social psychologist and pioneer in additional burnout research, emphasises that firms must stop placing the burden of burnout prevention solely on employees.
She explains that burnout originates from workplace factors, such as unfair treatment, excessive workloads, and inadequate communication.
Her survey of thousands of employees identified these as the leading causes of burnout, showing clearly that the solution does not lie in personal interventions.
Leaders who ignore these structural issues risk losing talented employees and perpetuating a damaging culture of stress and dissatisfaction.
For employers to address burnout effectively, organisations should begin by consulting their employees. Leaders need to ask pointed questions about existing pain points and what would improve their work environment.
Small adjustments, depending on the firm, like providing necessary equipment or clarifying roles, can have significant impacts yet are easy for employers to implement.
Simple surveys, anonymous feedback tools, or even casual conversations can help uncover hidden frustrations and areas for improvement.
When organisations invest in these seemingly minor changes, they often find that employees feel more valued and less stressed, leading to a healthier, more productive workplace.
In summary, burnout can become entirely preventable. However, it requires a shift in perspective. Rather than expecting employees to manage their own burnout, organisations must recognise their role in creating a supportive work environment.
Good institutional hygiene, such as clear communication, manageable workloads, and accessible resources, can prevent burnout from taking root.
Leaders who commit to building a workplace that fosters well-being, rather than simply treating burnout symptoms, will not only enhance productivity but also build a culture where employees can thrive.
Addressing burnout at its source requires dedication, but the rewards seen in healthier employees, stronger organisations, and a more sustainable future are all well worth the effort.
Have a management or leadership issue, question, or challenge? Reach out to Dr. Scott through @ScottProfessor on X or on email [email protected]
